Course Title: Organizational Behavior (MBA Class-2021)

Semester: Fall Class: MBA 2021

Instructor: Arif Nazir Butt Email: arifb@lums.edu.pk

Room # 4-28 (Building SDSB) Telephone: 042-35608049

Office Hours: TBA Secretary/TA Hafiz Abdul Basit

COURSE OVERVIEW AND LEARNING OBJECTIVES

I) INTRODUCTION:

Managers at all levels must contribute to organizational performance. This

contribution is enabled through management of self, peers, superior, subordinates
and various organizational elements. Organizational Behavior course provides
knowledge and skills to the students towards this goal.

This Organizational Behavior course is a combination of Micro OB, Macro OB, and
Experiential OB. The micro and macro themes of OB are discussed theoretically in a
case based discussion and then experienced in an activity-oriented double session.

This course is organized around critical themes of theory and practice. These
themes include:

Theme I.: Managing Individuals and Interpersonal Relations

 Understand and effectively manage individual differences;

 Understand the organizational context and the importance of interpersonal
relationships;
 Assess the forces and factors that shape and condition interpersonal
relationships;
 Develop harmonious interpersonal relationship to enhance personal
effectiveness;

Theme II.: Motivation and Performance

 Understand various theories of motivation and their managerial

implications;
 Able to apply these theories in practice to improve employees’ motivation
and performance;
 Develop a basic understanding of key human resource (HR) functions and
the evolving role of human resource management in organizations;
COURSE OVERVIEW AND LEARNING OBJECTIVES
Theme III.: Leading and Managing Teams

 Learn the concepts and skills useful to build and manage teams to enhance
personal and organizational performance;
 Assess the importance of task forces in handling organizational problems;
 Analyze frameworks to improve problem solving and decision making in
groups/teams;

Theme IV.: Negotiation and Conflict Management

 Develop a basic understanding of negotiation skills and how the same can
enhance an executive's effectiveness;
 Evaluate the framework for tackling interpersonal conflicts;

Theme V.: Leadership

 Describe various theories of leadership and discuss their applicability in

organizations;
 Explain situational leadership and compare different leadership styles;
 Determine how to choose an appropriate leadership style for a particular
situation;

Theme VI.: Organizational Development and Change

 Identify the need and develop goals for organizational change;

 Develop an understanding of the organizational change process;
 Analyze and address the issues and challenges faced during the
implementation process;
 Discuss strategies and tactics to deal with resistance to change.

Theme VII.: Organizational Structure and Culture

 Describe the significance of the core values, mission and vision of an

organization in achieving organizational success;
 Identify the key elements that define an organization’s structure;
 Compare and contrast various organizational structures including
functional, divisional, hybrid and matrix structures;
 Examine strategy-structure contingency and other factors that favor
different organizational structures;
 Characterize how organizational structures evolve as organizations grow;
 Define the common characteristics making up organizational culture;
 Explain the factors that determine and sustain an organization’s culture;
 Enhance multi-cultural awareness and managerial effectiveness by
understanding different national cultures.
COURSE OVERVIEW AND LEARNING OBJECTIVES

II) Course Learning Objectives

At the end of the course, the students will be able to

LO # 1. Understand and manage individual differences to enhance performance

in organizational setting;
LO # 2. Develop interpersonal skills to manage workplace relationships
effectively;
LO # 3. Understand the role of motivation theories in enhancing individual
performance;
LO # 4. Build and manage high-performance teams;
LO # 5. Learn various approaches to deal with interpersonal conflicts in a
constructive fashion;
LO # 6. Develop basic negotiation skills needed for managerial effectiveness.
LO # 7. Describe various theories of leadership and discuss their applicability in
organizations; Determine how to choose an appropriate leadership style
for a particular situation;
LO # 8. Describe the significance of the core values, mission and vision of an
organization in achieving organizational success;
LO # 9. Compare and contrast various organizational structures including
functional, divisional, hybrid and matrix structures;
LO # 10. Identify the key elements of organizational culture and enhance multi-
cultural awareness;
LO # 11. Identify and describe key human resource (HR) functions and the evolving
role of HRM in organizations.
LO # 12. Describe various frameworks of organizational change and apply them in
planning and implementing change in organizations.

The overall objective is that at the conclusion of the course the participants would
acquire the necessary people skills to become effective leaders and managers.

MBA PROGRAM LEARNING GOALS & OBJECTIVES

1. Leadership and teamwork: Students will be able to assume leadership roles, perform
leadership tasks responsibly, and work effectively in teams.
2. Functional, integrative and strategic abilities: Students will demonstrate
understanding of the functional and strategic aspects of business and management,
be able to integrate across functional areas, and develop feasible strategies and
action plans.
3. Critical thinking and decision making: Students will be able to identify key problems,
collect and use information critically, and generate viable alternatives and solutions.
MBA PROGRAM LEARNING GOALS & OBJECTIVES
4. Global perspective and flexibility: Students will demonstrate understanding of global
and multi-cultural perspectives within the local context and be able to work
effectively in multi-cultural settings.
5. Social, ethical, economic and environmental responsibility: Students will be able to
understand the broader ramifications of their decisions and assess the impact of
economic, ethical, environmental factors on the policies, strategies and operations of
the organization.
6. Effective communication: Students will be able to communicate clearly and
persuasively in writing and verbally, in ways appropriate for a variety of objectives
and audiences.
7. Entrepreneurialism and innovativeness: Students will be able to create, identify,
assess, shape and act on opportunities in a variety of contexts and organizations.
8. Managing pressures, complexities and uncertainties: Students will be able to
manage pressures and resource constraints, and think, decide and act in complex
and ambiguous situations.

Indicate below how the course learning objectives specifically relate to any program
learning goals and objectives.

Program Learning Goals and Course Learning Objectives Course Assessment Item
Objectives

Goal 1 – Leadership and LO # 4, LO # 5, LO # 7, CP, Quizzes, Project, Final

Teamwork Exam
LO # 10

Goal 2 – Functional, integrative LO # 1, LO # 2, LO # 3, CP, Quizzes, Project, Final

and strategic abilities Exam
LO # 6, , LO # 12

Goal 3 – Critical Thinking – LO # 1, LO # 2, LO # 6, LO # 8, CP, Quizzes, Project, Final

Decision making capabilities LO # 11 Exam

Goal 4 – Global perspective LO # 6, LO # 11, LO # 12 CP, Quizzes, Project, Final

and flexibility Exam

Goal 5 – Social, Ethical, LO # 9, LO # 7, LO # 11, LO # 12 CP, Quizzes, Project, Final

Economical and Environmental Exam
Responsibility

Goal 6 – Communication LO # 2, LO # 4, LO # 5, LO # 6, CP, Quizzes, Project, Final

competency LO # 7 Exam

Goal 7 – Entrepreneurialism LO # 9, LO # 10, LO # 12 CP, Quizzes, Project, Final

and innovativeness Exam

Goal 8 – Managing pressures, LO # 2, LO # 4, LO # 5, LO # 7, CP, Quizzes, Project, Final

complexities and Uncertainties LO # 8 Exam
COURSE ASSESSMENT/GRADES
GRADING POLICY:
The following instruments of evaluation shall be used to assess individual performance.

 Class Participation (incl. exercises and video cases) 30 %

 Project* 20 %
 Quizzes (mostly unannounced) 15 %
 Final Exams 35 %

*The project will be an individual assignment. Late submission of project will not be accepted. Project
Report will be due on the last day of classes.

Project Reports: Conduct an analytical study of a leader of your choice (preferably from the
management domain). Write a 20 page report (15 pages text 5 pages exhibits) typed 1.5 space 12
font size.

CLASS-MANAGEMENT POLICY

Please consult MBA handbook for attendance, timelines and norms of professional conduct.

COURSE REQUIREMENTS
Each participant is expected to attend each session since class participation carries
significant weightage. Additionally, each participant is expected to complete
assignment(s) and a project as assigned by the instructor as part of course
requirements.
REQUIREMENTS (FOR PCO OFFICE)

Midterm Exam: Yes/No: If yes please specify the format ( e.g. if

closed book/closed notes or open
book/open notes etc.)

Final Exam: Yes/No: Closed Book/Closed Notes/Help Sheet

(One Page, A-4 Size, Both Sides, Hand
written (not copied or printed) is allowed)

Double Session: Yes/No: 13 &14

Joint Session (combined of two sections): Yes/No: If yes then which session(s):

Simulation: Yes/No: If yes, then which session (20&21):

Type of simulations (Harvard etc.) must
also be mentioned.

Video Recording: Yes/No: If yes, then which session(s):

IT Lab sessions Yes/No: If yes, then which session(s):

Additional session or review session Yes/No: If yes, then after which session(s):

Course Cap (applicable for elective Please mention If yes, then what should be the cap?:
courses) if you would like
to cap the
Standard Cap in an Elective Course is 50 course at a
number other
than 50:

Yes/No:

Any other requirement (e.g. Yes/No: If yes, what requirement:

laptop/computer etc.):
And in which session(s):
Session Topic Case Assigned Reading Learning Objectives
1. Personality & Industrial Chemicals, 1. Personality, Perception, and Attribution Describe individual differences and their
Communication Inc. (A) (Page # 71-82 ) importance in understanding behavior.
2. Manager’s Job: Folklore and Fact
Define personality and identify several personality
characteristics and their influences on behavior in
organizations.

Understand and manage individual differences to

enhance performance in an organizational setting.
02&03 Interpersonal Myers-Briggs Type 1. Questionnaire “Your Personality Type” Increase self-awareness through the use of MBTI
Relations and Indicator (MBTI) 2. Managing your Boss for personality types.
Personality
Assessment Value individual differences and enhance one’s
ability to interact with others more effectively.

4. Motivation The Lincoln Electric One More Time: How Do You Motivate Understand the role of motivation in enhancing
Company Employees? individual performance.

Examine how organization’s systems and policies

affect employee motivation.

Explore the relationship between employees and

organizational performance.
05&06 Performance Performance Appraisal Performance Management and Appraisal Appreciate the difference between performance
Appraisal and Challenge at Pakistan appraisal and performance management.
Feedback Civil Aviation Authority
(CAA) Understand the main elements of a performance
management system, including performance
Session Topic Case Assigned Reading Learning Objectives
appraisal, coaching and feedback, and reward
system.

Describe the strengths and weaknesses of various

performance appraisal techniques.
Assess how appraisal and compensation systems
are integrated together.

Evaluate what could be the downside of using

variable pay in a non-profit organization.
07 Teambuilding MediSys Corp.: The Managing High Performance Teams Be able to understand and address the issues and
IntensCare Product challenges associated with cross-functional teams
Development Team and task forces.

Develop skills to understand the causes of conflicts

in teams and how to effectively resolve them.
08&09 High Performance Tower Building 1. A Note on Team Process To learn the concepts and skills useful to build
Teams and Group (Exercise) 2. Management Team Roles Questionnaire and manage teams to enhance personal and
Dynamics 3. Managing High Performance Teams organizational performance;
To increase self-awareness of team leadership
roles.
10. Negotiation Knight Engines Inc. and Strategy and Tactics of Distributive Develop basic negotiation skills needed for
Daud Engine Parts Co. Bargaining managerial effectiveness.
(Include group
discussion in class Contrast distributive and integrative negotiation.
session) TBD in Class) Understand the dynamics of the negotiation
process and identify the approaches to be used in
various stages of the negotiation process.
Session Topic Case Assigned Reading Learning Objectives
11&12 Negotiation and “Negotiator” Video Strategy and Tactics of Integrative Develop basic negotiation skills needed for
Conflict Negotiation managerial effectiveness.
Management
13 Understanding John Wolford (A) A Leader’s Guide To Why People Behave Explore models of individual behavior, including
Leadership The Way They Do identifying core values, assumption, beliefs, and
expectations (VABEs).

Explore family and work-life balance.

Discuss how leaders could influence the values

and beliefs determining an individual’s behavior.
14&15 Leadership Team “33” Video 1. What Leaders Really Do Describe various theories of leadership and
and Individuals 2. Discovering your authentic leadership discuss their applicability in organizations;
Determine how to choose an appropriate
leadership style for a particular situation;

Learn various approaches to deal with

interpersonal conflicts in a constructive fashion;
16 Leadership Campbell Leadership Harvard Business Review Leaders The purpose of this leadership assessment
Character Descriptor Handbook exercise is to help participants think about
TBD in Class important components of contemporary
leadership. The objective is to help them identify
their own strengths and weakness so they can
identify actions they can make to be more
successful leader.

17&18 “Invictus” Video 1. Leadership and Character Describe various theories of leadership and
2. How will you Measure your life discuss their applicability in organizations;
Session Topic Case Assigned Reading Learning Objectives
Determine how to choose an appropriate
leadership style for a particular situation;

Build and manage high-performance teams;

19 Change Garanti Bank Leadership for Change Enduring Skills for Describe various theories of leadership and
Management Change Masters discuss their applicability in organizations;
Determine how to choose an appropriate
leadership style for a particular situation;
20&21 Leading and Harvard Simulation Describe various theories of leadership and
Managing Change discuss their applicability in organizations;
Determine how to choose an appropriate
leadership style for a particular situation;
22 Vision and Mission Fatima Memorial Organizational Alignment: The 7-S Describe the significance of the core values,
Hospital: PSA Model mission and vision of an organization in achieving
Turnaround organizational success.
The vision Thing (Optional)
Apply the 7S framework for organizational
diagnosis and improvement.

23&24 Organizational 1. Telenor Pakistan Identify the key elements of organizational

Culture 2. Exercise culture and enhance multi-cultural awareness;
25 Organizational Appex Corporation Note on Organization Structure Identify the key elements that define an
Structures organization’s structure.
Compare and contrast various organizational
structures including functional, divisional, hybrid
and matrix structures.
Session Topic Case Assigned Reading Learning Objectives
Examine strategy-structure contingency and
other factors that favor different organizational
structures.

Characterize how organizational structures

evolve as organizations grow.
26&27 Organizational TBA TBA
Innovation
28 Power and Politics Thomas Green: Power, Power and Politics Explore the role that personal work styles and
Office Politics, and a politics can play in a corporate environment.
Career in Crisis
Explore the concepts of power and influence.

Evaluate strategies for constructive conflict

resolution.